The forces shaping talent needs are rapidly changing, new technologies; changing business priorities are only some of the key factors which now require new talent strategies for success. Business leaders are adjusting their people strategies to meet these shifting demands, having the right people on board has become a No. 1 priority. To attract, engage, develop and retain your talent capital is no longer a side function but part of the strategic board level business objectives. The Human Asset Summit answers the most pressing people challenges faced by today’s senior business executives.
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This year again – similarly to 2011 – we have conducted a pan European Talent Management Survey. The 2012 the report was written by Professor Paul Turner of Birmingham City University.
The European Talent Survey was conducted amongst the 3400 members of the European Human Capital Management Excellence Network. Over 100 organisations from Western Europe, the CIS, Baltics and Central and Eastern Europe took part.
European HR professionals and business managers have a range of views about what constitutes talent in their organisations. For some, talent is about high performance and potential of a selected number of people to move up the organization into senior leadership or managerial positions. For others, talent is an inclusive term which refers to all employees. For most, a successful talent strategy is concerned with both ends of the employment spectrum.
The European Talent survey found that 76% of respondents identified talent as a top or growing priority to support the growth of their businesses and 50% of respondents had a defined talent strategy. There was agreement that talented people could drive productivity and business growth; improve customer share and be a differentiator at a time of intense global competition. Talent was seen as a pivotal resource in delivering competitive advantage. It was felt that talent management programmes could enhance the organisation‟s performance; support the achievement of stretch targets and provide insight to build new business segments. There was a growing recognition of the importance of „outside in‟ thinking, building talent strategy in the context of information from the external environment. The alignment of talent strategy to business strategy was of particular importance to European HR professionals.
The skills identified as priorities for talent were varied. 67% of those responding to the European Talent survey believed that the ability to deal with and manage change was a priority; 31% believed that the ability to think strategically was also important; 22% identified the need to be able to work in virtual teams as a key attribute of talent (approximately the same as 2010) and 50% believed that information systems skills were a priority- up from 25% in 2010. The way to develop these skills could be achieved by following a „European Talent Loop‟ which linked the requirements of the workforce plan to the development of an attractive employer brand; a rich mixture of development activities, the involvement of line managers and the effective measurement of talent outcomes.
Despite all the hype, HR professionals aren’t yet sold on social media as a recruiting tool. Only 38 percent rate social media as a good or excellent source. In fact, nearly two-thirds of HR professionals (62 percent) rate social media sites as “poor” or “fair” for recruiting, and many respondents said they do not use social media for recruitment at all.
Recruitment and Social: the Shift in Control Employers ForgetBusiness 2 CommunityWe often talk about topics such as security, BYOD, employee engagement, policies, etc. when it concerns using social media in an HR context.
In preparation for our annual Research Conference in April, I have been actively studying our research over the last year. What I realized is that today's business environment requires a complete rethink of many of the traditional practices of HR.
It takes a lot more than just a good salary to attract and retain most employees, yet there are some significant differences in what motivates people across regions. Cultural norms and values have a lot to do with employee expectations and motivations, and understanding these goes a long way to effectively targeting your retention efforts.
Although the labor market varies widely, in those markets with talent shortages, several key motivators for employees can generally be found. These have less to do with skills and experience and much more to do with the value that employees perceive they have—both within and outside the organization.
For example, ‘worth’ has a specific context in the Asia-Pacific market. In many ways, it’s more literal. Generally speaking, this is partly because employees are expected to play a bigger role in supporting those around them, including offering financial support, than employees in other developed western markets. While this could change as wealth is spread more widely in the region, there are deep cultural underpinnings to this way of operating—and organizations need to recognize these.
Offering an employee opportunities and responsibility as a way of attracting and retaining them is fine, but organizations must also show that they (literally) value their workers and demonstrate that they have real ‘worth’.
In Asia, hiring managers are more likely than those in any other region to cite ‘uncompetitive salaries’ as the main barrier to securing the right staff; and four in ten firms in Asia-Pacific outsource benefits and compensation processes to help them keep pace with changing expectations and talent shortages. While there is not always room to move on salaries, considering other elements to build responsibility, influence and status into a role can also make it more attractive.
“I see Microsoft as technology’s answer to Sears,” a former Microsoft marketing official tells Kurt Eichenwald in August V.F.’s story on the company’s backslide.
Eichenwald’s conversations reveal that a management system known as “stack ranking”—a program that forces every unit to declare a certain percentage of employees as top performers, good performers, average, and poor—effectively crippled Microsoft’s ability to innovate. “Every current and former Microsoft employee I interviewed—every one—cited stack ranking as the most destructive process inside of Microsoft, something that drove out untold numbers of employees,” Eichenwald writes. “If you were on a team of 10 people, you walked in the first day knowing that, no matter how good everyone was, 2 people were going to get a great review, 7 were going to get mediocre reviews, and 1 was going to get a terrible review,” says a former software developer. “It leads to employees focusing on competing with each other rather than competing with other companies.”
The 2020 Workplace – interview with Jeane C. Meister
Ten years ago Google was operating out of a garage, Apple was in the skids, and the founder of Facebook was in high school. What a difference a decade makes. Mihaly Nagy, the chief moderator of HCM Excellence Network recently spoke to Jean C. Meister, the author of The 2020 Workplace.
This conversation takes you to the future yet is anchored in the leading edge talent practices of today and sheds some light about what is required from an HR perspective to attract, motivate and engage tomorrow’s workforce. Learn about how companies are innovating today to prepare for the future from this interview with Jeane C. Meister, author of the book, titled The 2020 Workplace
Talent Management – it’s all about attracting, retaining and developing your top talent isn’t it? The High Flyers, Young Turks, Hip Young Gunslingers, Fast-Trackers, HiPos and Roc... (RT @Octopus_HR: Is talent management too elitist?
Talent management and leadership development remain the largest HR challenges in Europe and Germany. Both topics are rated as highly critical for success by executives—who also report that these issues are insufficiently managed in their current companies. About 60 per-cent of companies, the executive survey found, have no systematic or strategic approach in place to win, develop, and retain suitable talents for future challenges.
What I have always loved about HR is that we deal constantly with unknowns. We have an extremely large “bag of tricks” we need to sort into the most appropriate configurations to deal with an infinite number of challenges at a moment’s notice.
We actually have a few bags of tricks. Our HR bag is filled with all our HR “know-how”, whether knowledge of HR programs or theory or our HR past experiences. Our applications bag contains all our understanding of our organization, the environment, the business challenges and goals that our internal clients are hustling to achieve. Our third bag is the people with all their complexity, idiosyncrasies, biases and passions. We are working with all employees from the top down to help in a work context or to provide personal guidance and counseling on any subject – from CEO to Janitor, from birth to death and whatever comes between.
How to Motivate Your Employees Further Your Real Goal Your goal is to become a transformational leader, the kind of person that motivates and inspires people to perform at levels far beyond anythi (How to Become a Good Leader in Motivating Your Employees...
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